In 2018 a producer of building materials underwent an internal reorganization that changed its strategy and organizational structure. For understanding whether this impacted NPS and customer satisfaction, the company was looking for an appropriate measurement system of these two metrics. The approach used by the company in the past was considered too much oriented towards internal functions and too little towards customers. This research challenges the previous approach with a customer-centric one that analyses customer satisfaction in relation to customers’ key touch points with the company.

The development of a customer-centric NPS and customer satisfaction survey started with an extensive analysis of the existing literature. The identification of the customers’ main touch points with the company was achieved through interviews with internal experts. The survey’s roll-out to customers in two Swiss regions allowed to directly test the survey approach, and to get results about NPS and customer satisfaction with the identified customer touch points. The survey structure was subsequently discussed with some of the customers involved to obtain validation of the chosen approach.

The present research contributed to the creation of a solid theoretical foundation that supports the importance of measuring NPS and customer satisfaction for a technical B2B company by using a customer-centric approach that focuses on customer touch points. The structured interviews with ten internal experts enabled the identification of the five key customer touch points with the company (e.g. project initialization and solution finding, order, delivery, product application, payment process). This facilitated the creation of a survey approach that measures NPS and customer satisfaction on the basis of customer journey and experience. By adding key touch points to the standard customer satisfaction measurement, the present research proposed a method for a more focused and specific assessment of customer experience. The survey roll-out resulted in the collection of the first insights about NPS and customer satisfaction for the company in two out of eight Swiss regions. The discussions both with internal stakeholders and customers about the new survey approach reinforced its validity.